The Nurses’ Perception of Their Immediate Supervisors’ Servant Leadership Behaviors and Their Sense of Work Effectiveness in a Selection of Dar es Salaam Public Hospitals of Tanzania

June 19, 2026

The Nurses’ Perception of Their Immediate Supervisors’ Servant Leadership Behaviors and Their Sense of Work Effectiveness in a Selection of Dar es Salaam Public Hospitals of Tanzania

Gladness Elineema Mtango | 2025

Abstract

This study focused on the relationship between nurses’ perceptions of their immediate supervisors’ servant leadership behaviors and their sense of work effectiveness in a selection of Tanzanian public hospitals. I utilized servant leadership theory, which has its roots in Greenleaf (1977). Greenleaf proposed that leaders adopt a servant position in their relationships with their followers. In analyzing servant leadership behaviors, I utilized the Essential Servant Leadership Behavior (ESLB) scale (Winston & Fields, 2015). I also used the Conditions of Work Effectiveness Questionnaire (CWEQ) II (Laschinger et al., 2001) to assess work effectiveness. Winston and Fields (2015) stated that the ESLB provides a psychometrically valid approach for gauging leaders’ servant leadership behaviors and shows a strong relationship between servant leadership behaviors and followers’ judgments on outcomes such as job satisfaction, trust, and low burnout, which are characteristics measured by the CWEQ II. I also chose the CWEQ II because it was specifically made to measure nurses’ perception of their direct supervisor’s bureaucratic behaviors (Laschinger et al., 2001). CWEQ II has also been proven to be valid and reliable, which fits the purpose of this study. Tanzania has shown interest in adopting servant leadership (Chandaruba, 2019). The study results suggest that there are perceived positive and statistically significant relationships between servant leadership and work effectiveness in Tanzania; however, challenges exist regarding access to resources, support, information, formal, and informal power within hospital groups. Regarding access to opportunities, there were no significant differences by hospital size. This study is the first known servant leadership study in the Tanzanian hospital system, and it closes the gap in servant leadership theory and practice. Additional studies are recommended to duplicate this study and to include other regions of Tanzania and elsewhere in the world. Using qualitative and mixed methods, together with other instruments for analyzing servant leadership and work effectiveness, is also recommended.

Keywords: servant leadership, essential leader behaviors, work effectiveness

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